Most people agree that smoking is a bad habit. Even if you're a smoker, you will probably concede that point. Most likely a similar consensus could be forged that a Twinkie and six cups of coffee is not a healthy breakfast. But these kinds of bad habits can be tolerated in the work environment provided they don't adversely impact on job performance. The bad habits of particular interest to coaches are work-specific and need to be meticulously weeded out and corrected.

The work habits, i.e., the work ethic, of your employees are what will make or break you as a coach. This chapter talks about taking stock — making self-evaluations — of how you are doing. And many of these evaluations are not so easily measured because they are abstract in nature. That is, they are subject to a great deal of interpretation on your part — interpretations, often, on your own conduct, decision making, and overall leadership abilities.

The work ethic in your office, and on your team, covers the vast spectrum of what we've addressed in this chapter. Professional behavior on the job means that work habits are solid and consistent. If you don't see to it that both you and your people maintain a work ethic that is solution- and positive-results-oriented, you will not thrive in the role of coach.

There are many treasuries of knowledge out there who sport exceptional technical skills. In other words, there are individuals you want on your team because they bring with them mother lodes of impressive credentials. But they've also got to perform their imposing skills in a professional manner. Those who lack the professionalism to get the most out of their know-how do more harm than good in the workplace.

Voters don't elect a resume as president. Nor do companies hire a resume as an employee. The person most qualified to do the job may not be the one with the best credentials on paper. Education, experience, and technical skills are obviously very important, and that's where your employee search begins. But it's people with the best work ethics and desires to improve themselves who often emerge victorious when the final hiring decisions are made.